Gaian Adventure Fabric and Notions – A brick and mortar and an ecommerce company, based out Eugene. Gaian is an online retailer that sells outdoor fabrics as well as various notions. This company can help anyone complete any outdoor project. Gaian’s selection is the best on the Web. Gaian will make sure that the website is easy to navigate and engaging. Easy navigation and ease of use are key factors in converting potential customers. The entire Web inventory will be available at the brick and mortar store located in Eugene, a very outdoorsy town. While the majority of business will be from the website, the brick and mortar store will provide a nice source of revenue as well.
Gaian Adventure fabrics and Notions will rapidly grow market share with seasoned management and a professional-developed website. Gaian will reach profitability within the first one-year.
1.1 Objectives
These are the primary objectives for the initial three years of operation
To build a start up business whose primary goal will be to exceed customers’ expectations.
Superior performance is required to increase the number of clients being served by 20% annually
To build a sustainable business, it must be able to survive on its own cash flow.
1.2 Mission
Gaian Adventure fabric and Notions’ mission it to provide customers with outdoor fabrics and notions of any kind they desire. We exist to attract and maintain customers. All else will fall in line if we live by this maxim. Our services will surpass the expectations of customers.
Catholic School Development Foundation (CSDF), a non-profit operating foundation, will have the sole purpose of providing development and fund-raising counsel to Catholic elementary schools and secondary schools. An operating foundation is defined as: “An organization which uses its resources in order to conduct research or provide direct service.” (Foundation Directory. 1995. p. vi.)
Operating foundations rely on large endowments. However, this foundation’s concept relies upon a #8220;living fund. This refers to the sisters and brothers who educated many generations of immigrants while also living a vow for poverty. Our Catholic schools have never had a financial endowment. Instead, their flourishing at very low costs to families is due to their living endowment.
To operate CSDF via a living endowment does not mean that the consultants working through CSDF must be vowed religious. It does not necessarily mean that CSDF employees will live in poverty. Actually, compensation can be as high as for-profit businesses. To understand how this is possible one must first understand the for-profit consulting fee/cost structure.
For-profit agencies charge campaign work fees at an industry-standard $15,000 per client. About one-third of this amount goes to the consultant who does the work. Another third is overhead, which is primarily training costs and the cost to make presentations across the country to new clients. The remaining three-thirds is profit for the firm’s owner. This standard income/expenses structure is a problem to the #8220for-profit whereas it presents an opportunity to the?8220not-for–profit.
The problem with conventional firms is that many young consultants look at the monthly fees and see their paychecks and decide to take on the job. Consequently, established national companies face constant turnover, recruiting and training costs and a chronic lack experience in the workers who actually do it. They also have created a flood of regional competition. Over the past ten-years, there has been a surge in the number and size of development consulting businesses. Most have only one owner. Although the business card might read “John Doe & Associates”, there are very few associates.
One-third of fees, which would normally be profits, is an opportunity for the non-profit. What if those profits were not used to purchase a beach house for a business owner but instead were put into a cash reserve to help Catholic schools that cannot afford the development counsel. Jesuit High School can afford the high monthly fees but St. Ann’s Indian School cannot. CSDF could send a consultant for St. Ann’s Indian school by putting aside the #8220profits from one client.
1.1 Objectives
Two clients in Year 1 and four in Year 2. Seven in Year 3. From here, growth can accelerate much more quickly.
Sales growing steadily from Year 1 through Year 3.
Break even for three consecutive years as CSDF establishes its name and reputation. Generate earnings in year four allowing us to begin gratis consulting projects.
1.2 Mission
Catholic School Development Foundation exists in order to offer development counsel to America’s Catholic elementary, and high school schools.
We are specialists. Not generalists.
We look long-term at building lasting relationships between our school and our supporters, as a way to relieve profit pressures.
We will always do what is in the best interests of our clients. We will tell you if you aren’t ready to take part in a campaign. If you are not ready for a campaign, we will let you know.
We are development consultants, not fundraising consultants. We are able to provide comprehensive advice on the financial health for the school.
Our primary function as consultants is very similar to that a teacher. We teach by doing. This is a partnership between teacher/student.
Because we understand the unique circumstances involved in raising money for schools, our consultants are only those who have previous experience in this area.
Though we are a not-for-profit organization, to attract experienced specialists we must compete with the largest firms in the country. Our proposal is based on a sliding-scale system. We ask our clients to keep this in mind as they review our proposal.
Campaigns can be stressful. Prayer keeps us positive and calls us to the mission behind our money. It also helps us to understand each other. It alleviates fear in those who ask it and warms the hearts who give. We believe that prayer is an integral part to success.
1.3 Keys to Success
Here are the keys that will lead to success:
Ability to attract and keep qualified personnel.
As a specialist in Catholic schools, perception on the market
As a non-profit dedicated to their cause, we establish trust with potential clients.
A consulting firm’s capital is what walks out of the doors every evening at five. The only real equity rests in the experience levels of the people in the firm, for they represent the ability of the firm to attract future business.
It can be hard to keep skilled employees. Since the late 1980s there has been an explosion of new consulting firms serving non-profits with fundraising and consulting services. Many independent consultants have been trained by large national firms. The organization that discovers how to attract and retain qualified people will ultimately win the day. This is the main to success.
After gaining some experience, why is it so tempting to open their own companies? The answer lies in the nature of a not-yet-mature industry: fundraising consulting is the ultimate ‘low entry barriers’ business.
There are no education requirements.
There are not any requirements for a professional level.
There are no licensing requirements. The person giving a ten dollar haircut must be licensed. An individual who is leading a $10,000,000 campaign, which can put an organization at great risk, requires a license.
In the end, finding work is about relationships and not having knowledge or experience. Due to the fact that so few Board members have significant experience with major gifts fundraising, it can be difficult for them not to differentiate between experienced salesmen from professionals.
It only takes one successful campaign to launch a career as a consultant, especially if that school was a high-profile prep school.
The office and start-up costs are also minimal. Clients will not visit the company, so a home office will suffice. A voice mail system that works well can give the impression of an established, larger company. Many small-sized firms were started for less than $5,000.
In short, it is relatively easy to establish an independent firm. To grow an organization, it must have qualified employees. To do this, it must be more attractive for consultants to stay than to leave. This is the central issue we will discuss later.
Accurate Chiropractic LLC, a clinic that specializes providing natural healthcare for people who have been injured in motor vehicle accidents or work-related accidents, as well as those suffering from chronic pain. Dr. Angelo M. Rubano, Jr., D.C., is its owner.
Dr. Rubano has a strong track record in his profession. He sold a New Jersey office for $124,000 three years ago, after purchasing it at $20,000. Since graduating at Life Chiropractic College 11 year ago, he has been a private practitioner and business owner. His leadership abilities are evident in both the professional, civic and personal arenas. He has served as an executive board member for many successful and growing organizations. He has a wealth of experience in managing large-scale events and networking. He is also an accomplished public speaker. This has made him a qualified medical witness and lecturer in various health-related topics.
His business philosophy focuses on creativity and not being competitive. Since nearly 80% have never heard of Chiropractic Care, he is well aware that there are many potential clients. In the end, his plan of growth will include other doctors within the area who can take advantage of Accurate Chiropractic’s corporate approach to providing safety consultation and health services to the service market and construction companies. With this in mind, Dr. Rubano is primarily a marketer of chiropractic service. Accurate Chiropractic LLC will connect emotionally with the target market by using direct mail advertising. We will assist the injured directly, and indirectly through corporate clients. Through outreach events that are geared towards safety for children and workers, we will contribute to the community.
1.1 Mission
Our mission: To educate and adjust as much families as possible to optimal chiropractic care. This is done in an environment that supports personal growth and development as well as respects the basic human need for control.
Success Keys 1.2
Establishing and maintaining a consistent, organized method of lead generation, tracking leads, and following up to convert leads into prospects
A repeatable system to convert prospects into patients.
Reliable office staff must be hired and retained.
1 see Addendum, Personnel Plan
1.3 Objectives
Collections of $420,000 within the first year
Maximize Gross Margin to 55%
300 total cases were completed by the 1st of January
The concept of E3 Playhouse (E3) is to provide an entertainment, education, and restaurant venue in downtown Santa Cruz. It will offer live entertainment, a restaurant, community-based classes in music and the arts, a retail component with arts-based merchandise and rental services for Santa Cruz.
E3 Playhouse, which is in a startup position, has a starting date of July 2004. The business plan’s purpose is to estimate the start-up and ongoing cost, identify revenue streams, forecast net cashflow and profits. The company anticipates leasing venue space in June 2004, with a three-month buildout. We expect to open our doors to the public by mid-September. The company has a fiscal year that runs from July to June.
The company CEO is Michael Horne. Michael has extensive experience managing live entertainment venues in the Santa Cruz area, having successfully owned and operated a similar venue for six years. Wes Anthony is the owner of the management team. Wes Anthony is an experienced musician and educator who is uniquely qualified in developing entertainment and education venues.
The nightclub and bar industry is shifting toward a more entertainment-oriented concept. These venues offer guests a lively place to meet and mingle as well as an opportunity to take part in entertainment via interactive contests, theme nights and other events. We intend to heavily utilize entertainment-oriented marketing in an effort to withstand the perpetual shift in trends and cater to as large a client base as possible.
The 6,600 sq. ft. complex will be home to the company’s corporate business offices. 200 to 400 people will be able to use the dance club and bar. Santa Cruz’s best entertainment venue, the venue will have state-of-the art audio, lighting and video systems. The venue will have a clean, open appearance that is pleasing to customers. The demographics are favorable with little competition from other venues and bars that specialize in dance music.
E3 will generate revenues through seven revenue streams that include products and services of the company.
Member Fees
Courses
Food and Beverage
Gate/Entertainment
Retail Merchandise
Arcade
Venue Booking
The management of seven different revenue streams involves maximizing each individual area’s performance before moving on to the next. Food/Beverage and Gate/Entertainment will provide the best stable revenue streams.
The venue appeals to four major market segments:
Young Professionals
College Students
Tourists and Business Travelers
Senior Citizens
The E3 Playhouse’s Santa Cruz location in the heart of downtown and its low competition are all major factors that will ensure the success of this venture. The proposed venue will provide a local solution to the lack of social atmosphere and live entertainment venues in the region.
This business plan will estimate startup and ongoing costs, identify revenue streams, and forecast net cashflow and profits. Initial start-up and operating capital of $190,260 is provided as paid-in capital by owner Wes Anthony.
The total investment for the owner is $190,000. We anticipate a start-up date of July 2004, with several months build-out of an appropriate leased space. A grand opening is scheduled for September 2004. Our targeted break-even month is July 2005, with an estimated monthly revenue break-even at $66,395, a per-unit variable cost of 60%, and fixed monthly costs of $26,558.
Due to start-up expenses, the total net profit for our first fiscal year is negative at $161,000 Our second year forecast predicts a positive net income of around $122,400. It will rise to $129,000. Our net cashflow for the first 12 months is $22,000. This figure will rise to $93,000 by year two and $81,700 by year three. We expect to end our first year with a cash balance totaling $23,000. That amount will increase to $117,000 by year two and $198,000 by year three. We anticipate our accounting net worth at the end of our first year to be approximately negative ($10,000), increasing to a positive $62,000 in our second year and $142,000 in our third year.
The owner is aware that it is extremely risky to open an entertainment-based restaurant. Failure to succeed could result in the owner losing all his capital and costs. The owner may consider investing in partners if the venture is not adequately capitalized. The return-on investments will be reviewed by the owner to see if additional capital can be provided. In the event that net profitability cannot be attained, the owner will take sequential steps to exit the venture, as outlined in the Exit Strategy section of the Financial Plan.
1.1 Mission
E3 Playhouse’s purpose is to provide entertainment and community education for Santa Cruz residents. E3 Playhouse will offer unique entertainment and be affordable to all.
The purpose of E3 Playhouse is to provide the residents of Santa Cruz County, and beyond, with quality entertainment in an enjoyable, pleasant atmosphere. It will offer a place for social interaction, dancing, games, education classes and special events. The focus is on “Live” dance music including Salsa and Swing as well as R&B and Americana. The casual dining ambiance, quality of the food, and excellent service will ensure a large, loyal following of customers. There will be a beer and wine bar as well as live entertainment and an arcade.
1.2 Keys to Success
Three keys are key to success at the E3 Playhouse venue
Where? The E3 Playhouse’s strategic location will maximize the revenue from live entertainment customers. Santa Cruz will host this showcase. This is a perfect location for entertainment, community education, or a restaurant that features live music.
Low Operating costE3 playhouse will be managed to ensure maximum net profits and maintain targeted operating ratios. E3 Playhouse management plans to keep construction costs as low as possible for initial construction, and build out. The venue will be located in a leased building. All operating expenses will be kept to a minimum, with cost of sales and margins reviewed on a monthly basis. Cost of sales is targeted at 40%.
E3 Playhouse will offer entertainment, community education classes, a full service restaurant/nightclub, a arcade area, retail merchandise area and venue rental services. The objective will be to maximize the revenue per visitor and extend each visitor’s time spent at the venue.
1.3 Objectives
The purpose of this business plan is to estimate start-up and ongoing costs; identify revenue streams; and forecast net cash flow and profits. The owner will fund the venture with his or her paid-in capital.
E3 Playhouse will provide entertainment, education, and a restaurant venue in downtown Santa Cruz. The facility will include a live entertainment venue, a restaurant, and community-based classes and workshops in music and the art. There will also be a retail section that offers arts-based merchandise. It will also offer rental services for Santa Cruz. These are the objectives:
Remodel a leased space and launch the venue within a $40,000 start-up budget, and an infusion of capital of $150,000 in the first month. After three months of leasing the space, the venue will be open. Leases are expected to begin in June 2004.
Reach a first-year sales goal of $427,757 and second-year goal of $1,222,164. Annual growth is targeted at a conservative 7% for the third year.
Sun Heat, an American start-up offering solar home heating systems, is led by Sara Clark.
The Market
Southern California is home to a large market for solar heating. There are more than 245 days of sunshine each year. Sun Heat has identified two distinct market segments that they will market their products to. The DIY segment is the first. The second is the people who hire skilled installers to have the system installed at their house. The DIY market is growing at 9% per year and has potential customers of 3.9 million. The market for professional installations has a 8% annual rate of growth and 2.7 millions potential customers.
The Products
Sun Heat offers two types of solar home heating systems: one that can be installed by licensed installers and one that can be done yourself. Both versions are eco-friendly and cost-conscious.
Sun Heat’s system can save the individual family from 70%-90% of the total amount spent on the electricity used for heating water.
Management
Sara Clark, the Sun Heat CEO, has the experience and education necessary to run this well-respected business. Sara has a Bachelors in Environmental Studies and a Masters in Engineering and Business Administration. Both year two, and three are predicted to see significant sales growth. For years two and three, net profit will also grow.
1.1 Objectives
To be the best manufacturer of solar-based heating systems.
Rapid market penetration in the first three years.
To develop a customer-centric, technology-driven organization.
1.2 Mission
Sun Heat’s mission is to be the best solar water heater company, offering high quality products and excellent customer service. We also aim to save customers money and make positive contributions to the environment.
1.3 Keys to Success
Sun Heat has identified three key keys to success, which will help the company become a market leader.
Provides cutting-edge, reliable, and easy-to-install and manage solar water heating systems.
Solar heating is becoming a mainstream energy source.
Designing and implementing strict financial controls.
This plan includes detailed information about investors as well as the information needed to create and run Kiln Creek Bowling Center. The plan includes details about the business’ growth, management methods, operating procedures, and infrastructure management.
Kiln Creek Bowling Corporation (Kiln Creek Bowling Center), was established in Yorktown, Virginia as a corporation pursuant to the Laws of the Commonwealth of Virginia.
Charles H. Collins Jr. Jane W. Collins and Charles “:Chip Collins III form the dynamic management team responsible in the design, construction, development and implementation of company policy. They also manage the day to day operations. The management team is supported by 50 employees who are customer-focused and team-oriented. Kiln Creek Bowling Corporation has retained the services of a CPA company to conduct professional company audits and prepare taxes and payroll. They will also serve as business consultants to help in setting achievable long-term strategic goals.
Kiln Creek Bowling Corporation trades as Kiln Creek Bowling Center offers York County, Hampton, Newport News, and the surrounding areas quality family entertainment, products and service.
Kiln Creek bowling center is expected to have excellent sales for its first year due to the current prices of the restaurant and the bowling market. With good management, a healthy annual revenue growth is expected.
Each investor’s equity is determined by his or her investment. Topic 7.7 Business Ratios gives a more detailed explanation of Ratios.
To ensure Kiln Creek Lane’s continued success, there are many ways to reduce the risk factors:
Obtain sufficient capital to build and cover expenses of initial operation. All investor capital will remain in escrow till the project is fully funded.
Low overhead costs will increase the bottom line profit. They will employ multi-skilled staff, and will undergo continuous training to ensure that they provide superior customer service.
Establish a loyal customer base. A great location can be determined using demographics. An aggressive marketing program, executed by a full time employee, will bring about desired results.
Demonstrate how the business will enhance your quality of life by engaging with the community. In order to assist civic groups in reaching their financial goals, the bowling center will host community projects. For tours of the bowling centre, schools, churches, and any other group are welcome.
All payments can be made cash, check, and credit card.
1.1 Objectives
Kiln Creek Bowling Corporation is building a 43,000 square-foot facility in Kiln Creek, Newport News, Virginia. The service/products include 40 computerized lanes for bowling, a full-service family restaurant and snack bar, as well a video game room and apparel shop. A miniature golf course will soon be added. The project will cost $4.5 Million. The commercial financing will be borrowed at 9.5% for 20 years. Kiln Creek Bowling Center will open its doors in September. In the first year, gross revenues are expected to be positive. Revenues will grow at a rate higher than inflation.
1.2 Mission
Kiln Creek Bowling Center’s purpose is to offer family entertainment in a pleasant, enjoyable atmosphere for residents on the north side Hampton Roads. It will provide exceptional service and use the most technologically advanced equipment. The facility is clean and can accommodate the whole family. The restaurant will be called “The Train Station,” and its decor will depict the golden era of the railroad industry. The casual environment will feature multiple TVs. Customers have the option to choose which television station they want to hear. The design will feature both replicas and artifacts from railroad furniture. It is intended to capture the romantic time of traveling on trains and eating on board. You will enjoy a casual dining experience, great food, and great service.
The restaurant will also have a full-service Bar, featuring live entertainment on certain nights and Karaoke.
1.3 Keys to Success
Kiln Creek Bowling Center has three keys to success.
Location. Strategically located, the center will maximize profits from modern-day bowlers. The center will be built on Commonwealth Drive in York County near the Regal 14 Cinema. This location is located just half a mile from I-64 exit 255, in Kiln Creek Shopping Complex. This location is ideal for a multi-purpose center. According to York County Planning Division’s statistics of the primary markets (one to five mi radius), this location is excellent.
Low Overhead Cost. Kiln Creek Lane’s management is committed to keeping overhead costs low. Charles Collins Jr. will act as the project manager while construction is underway, which will help to save around 15%. His extensive experience in operating bowling centers and his education as an industrial engineer contribute to his ability streamline operations and minimize unnecessary expenses. Many of his key employees will be able to perform more than one task by employing the best of the field. The center will have the most energy-efficient equipment of any center in the area.
Wide Range of Services. Kiln Creek Bowling Center provides entertainment. This includes bowling, as well as a restaurant/nightclub, darts, billiards, arcade, snackbar, apparel/pro shop and a nursery for children. This will increase the number of customers, as well as give them more opportunities to spend their income and have fun.
Frank Williams, the owner and operator of One Week At A Time website business in Lexington Kentucky, is responsible for its operation. The website’s goal is to educate people about how they can help the Earth, and reduce their environmental impact. Each week, one task will be completed. This lasts 52 weeks. The tasks are simple and will show people how easily they can make small changes in their life to make a difference in their world. This website will earn revenue through commissions from the sale of Earth-friendly items that match our weekly tips. These products will be offered by affiliates. We won’t be manufacturing them nor carrying inventory. Instead, we will earn commission on each sale.
Our financial strategy is focused on being profitable while keeping our expenses very low. We will use the profits to help environmental causes that we believe strongly in. We are more concerned about keeping cash flow positive and cash balance positive. Our financial plans are highlighted in the accompanying chart.
These keys will help us achieve our goals:
We must develop quality content in the form of our tips which engage the readers, empower them, and inspire them to share the tips with others, and so, grow our user base.
Because we are not going to spend money on marketing, but maximizing our online exposure, it is important that we execute our plans well.
We must keep our expenses low. We don’t have a long-term goal of generating large revenues, so it is important to control our expenses.
Pre-selling product recommendations is necessary in order to encourage users to buy from our site and earn our commissions.
1.1 Mission
One Week At A Time is a website dedicated to teaching busy people how they can make a difference for the environment. This site teaches them simple weekly tasks that can be done over the course of a year. We want to make people more conscious about the environment, to encourage retailers to sell Earth-friendly products and to use our commissions for our expenses and to contribute to environmental causes.
1.2 Objectives
You can teach people simple weekly tasks that will help them to protect the environment and lower their personal environmental impact.
Register 5,000 subscribers for our weekly environmental tips newsletter at the end the first year.
Our website receives 10,000 visitors per month.
To achieve profitability in six month.
To contribute all company profits to environmental organizations and causes
1.3 Keys to Success
Quality Content Provide good weekly tips that are simple to read, easy to understand, and incite people to complete their weekly tasks.
Marketing:Increase link-building, search engine optimisation, word of mouth and word of hand to spread the word on our website and email tips.
Expenses To make it easier to reach profitability, keep your other expenses as low as possible. You don’t need to spend a lot to achieve your goals faster.
Promote and presell Earth-friendly products. This will encourage our users to use our site’’s links to make purchases so we earn our commissions.
Web Services Provider’s DSL market leaders are small and medium businesses nationwide. Web Services Provider’’s key customers for Web hosting and reseller accounts are Web design firms and individuals as well as small businesses that require space on a server. Web Services Provider’s main markets for dedicated servers include small to large businesses where speed and security are important. Web Services Provider’s key markets for colocation are medium and small businesses like online trading, etailers and entertainment Web companies.
Computer telephony integrated (CTI) refers to the convergence of the phone and computing industries. Currently, the CTI market totals $4 billion and is growing at 30% a year, with many segments growing at a rate of over 100% a year. MultiMedia Telecommunications Association in Washington estimates that the CTI industry will grow by almost 70% over the next 12 months and more than triple by 2000.
1.1 Mission
Web Services Provider’s mission is to offer high-quality Internet services, Web hosting and DSL service to large and small clients.
Tonya McClendon created a new* elevated pet feeder, designed several feeder models and built prototypes. She plans on investing a minimum of $22,000 from personal savings as well as loans. She is also looking for additional funding in order to protect her feeder design and ideas and to bring these products to market. Tall Drink of Water will be incorporated as a New York-based subchapter A holding corporation in order to protect her from personal liability.
Ms. McClendon aims to position her product in the pet industry’s $34 billion market, which is seeing steady growth. However, it is fragmented, with no clear brand leaders creating elevated feeders.
Ms. McClendon has managerial, operational and technical experience in business, including financial services, management consulting, food service, architecture and landscape architecture, and Olympic planning. She is a solid customer service and sales professional and can work in any environment, whether it’s a small family business or a Fortune 500 company. She is able to draw upon a variety of skills and expertise to launch the business from start-up stage to star.
She believes that a pet products company that designs and markets innovative pet feeders for pet care professionals, government agencies, and consumers in the United States will succeed based on her research.
Based on performance of comparable and complementary products the sales forecasts for three years are modest. Sales for the first year are expected to reach $143,800. They will increase by 10% over the next two years to $248,748 at the end of Year 3. Once the brand has been established, sales are expected increase significantly.
* Based upon preliminary patent searches conducted on the U.S. Patent and Trademark Office site.
1.1 Objectives
Based on the design and implementation of:
Innovative, functional and beautiful raised pet feeders
Accessories and other pet products
Products that are socially or environmentally responsible
To increase sales by at most 10% over the first three consecutive years.
In order to reach $250,000 in annual sales within the third-year of operation.
1.2 Mission
Tall Drink of Water is a company that designs, develops and markets functional and beautiful elevated pet feeds. It is a highly rewarding job with great benefits and competitive compensation.
1.3 Keys for Success
Tall Drink of Water
Design and develop innovative, functional, reliable and beautiful products
We offer a competitive guarantee on our products
Offer exceptional customer service
Participate as a designer and in the pet industry community
Help pet associations to rescue, train, and promote humane treatment of animals
WorkChairs a Studio City business selling ergonomic products. It is located in California. Jake Wilson and Lisa Wilson own WorkChairs, which is a corporation that has one employee, Peter Wilson.
WorkChairs will utilize two sales channels and concentrate on niche products that solve ergonomic issues. These problems have become more common since people use computers more often in their day to work. WorkChairs will use traditional local marketing and sales methods to establish a strong local customer base within the home office, small businesses, and large business community. To supplement the business and take advantage of manufacturer relationships that include drop-shipping, WorkChairs will have a website that has both an online store and an educational section to teach people about ergonomic problems.
WorkChairs adheres to a conservative financial plan that includes low expenses, low payroll and conservative sales forecasts. WorkChairs will always maintain a positive cash balance while slowly growing the total cash and company net worth.
1.1 Mission
WorkChairs is a specialty ergonomic product retailer in both the local market and in the online space. Our mission is to supply quality products to fulfill our customers’ desire for a work environment that is injury- and pain-free. Our goal is to keep customers happy and solve their problems through great products at an affordable rate.
We take great pride in educating customers about ergonomic issues they may not be aware of. This will help prevent future pain and discomfort. This is something we find rewarding both personally and professionally.
1.2 Keys to Success
You can only offer specialty products that aren’t available at large box retailers like Office Max and Office Depot. We are looking for niche products that cannot be found in these stores because they can’t compete on price.
Provide excellent customer service. It can be difficult to find customers who are well-aware of the health effects of normal office work. We need to make sure they are happy, and keep them coming back for more products.
We need to keep our growth organic and slow so that we can operate efficiently and reduce expenses.
A website that educates and sells our products to potential customers and customers is simple to build.
1.3 Objectives
After six months of operation, it is possible to become financially independent.
Be the market share leader of specialty ergonomic products in the local market. Although there is no standard measurement, it should be easy to estimate the performance of our competitors.
Your website must be ranked amongst the top five websites offering specialty ergonomic products in terms of both sales and traffic. We cannot provide sales statistics for any other sites. However, we can assess their traffic levels using their search engine placements, pay per click advertising, links into their sites and Google Pagerank. It is possible to estimate how easily their site converts visitors into customers by using these data.
Enjoy helping customers to work in a more safe and comfortable environment.
